WEEK 1: INTRODUCTION TO

INDUSTRIAL/ORGANIZATIONAL
PSYCHOLOGY
I. What is I/O Psychology

● Industrial/Organizational Psychology - A branch of psychology the applies the

principles of psychology in the workplace

II. Differences between I/O and Business Programs

● The Difference between I/O psychology and business fields is that IO psychology
examines factors that affect the people in an organization as opposed to the broader
aspects of running an organization such as marketing channels, transformations
networks and cost accounting
● I/O psychology examines factors that affect the people in an organization as opposed to
the broader aspects of running an organization such as marketing channels,
transportation networks, and cost accounting.
● I/O psychology relies extensively on research, quantitative methods and testing
techniques. I/O psychologists are trained to use empirical data and statistics rather than
intuition to make decisions.
● I/O psychologists act as scientists when they conduct research and as practitioners
when they work with actual organizations.
● They act as scientist-practitioners when they apply research findings so that the work
they perform with organizations will be of high quality and enhance an organization’s
effectiveness.

III. Major Fields of I/O Psychology

● Personnel Psychology - The field of study that concentrates on the selection and
evaluation of employees
● Organizational Psychology – The Field of Study that investigates the behaviour of
Employees within the context of an organization
● Human Factors – A field of study concentrating on the interaction between humans and
Machines

IV. Brief History of I/O Psychology

1903 – Walter Dill Scott publishes The Theory of Advertising

1911 - Walter Dill Scott publishes Increasing Human Efficiency in Business

1913 – Hugo Munsterberg publisher Psychology and Industrial Efficiency

1917- Journal of Applied Psychology IS First Published

1921- 1st Ph.D. in I/O Psychology to Bruce Moore and Merill Ream

1933 – Hawthorne Studies is published

● Hawthorne Studies – A series of studies, conducted at the Western Electric Plant in

Illinois that have come to represent any change in behaviour when people react to a
change in environment
● Hawthorne Effect – When employees change their behaviour due solely to the fact that
they are receiving attention or are being observe.

1937 – American Association for Applied psychology is established

1945 – Society for Industrial and Business Psychology is established as Division 14 of APA

1971 – B.F. Skinner published Beyond Freedom and Integrity

1982 – Division 14 is renamed as Society for Industrial and Organizational Psychology (SIOP)

2010 –SIOP membership exceeds 8,000.

V. Employment of I/O Psychologist

The following job titles are just sample of career path for an I/O Psychologist

● Chairman and CEO

● Compensation Analyst
● Consultant
● Director of Assessment and Selection
● HR Generalist
● HR Manager
● HR Specialist
● Industrial-organizational Psychologist
● Trainer
● Recruiter

VI. Educational Requirements and Types of Programs

A. Type of Graduate Programs

 a. Terminal Master`s Degree – Graduate programs that offer a master`s degree
but not a Ph.D.

b. Master`s Program – Completion requires about 40 hours of graduate course

work
● Internship – A situation in which a student works for an organization,
either for pay or as a volunteer
● Practicum – A paid or unpaid position with an organization that gives a
student practical work experience

c. Doctoral Programs – Obtaining a Ph.D. is more difficult than obtaining a

master`s degree. Students must work for a dissertation
● Dissertation - A formal research paper required of most doctoral
students in order to graduate.

VII. Research in I/O Psychology

A. Why Conduct Research?

- It answers questions and making decisions

- Common sense is often wrong

B. Considerations in Conducting Research

- Hypothesis – An educated prediction about the answer to a research question

- Theory – A systematic set of assumptions regarding the cause and nature of
behaviour

C. The Location of the Study

- Laboratory Research
- Field Research

D. Research Methods to be used

- Experiments – A type of research study in which the independent variable is

manipulated by the experimenter.
- Quasi Experiments – Research in which the experimenter either does not
manipulate the independent variable or in which subjects are not randomly
assigned conditions.
- Archival Research – Research that involves the use of previously collected
data.
- Surveys - A survey can be used to investigate the characteristics, behaviors, or
opinions of a group of people. These research tools can be used to ask questions
 about demographic information about characteristics such as sex, religion,
ethnicity, and income.

VIII. Ethics in Industrial/Organizational Psychology

● Type A Dilemma – There is a high Level of uncertainty as to what is right or wrong,

there appears to be no best solution and there are both positive and negative
consequences to a decision
● Type B Dilemma – It is also called rationalizing dilemmas, the difference between right
and wrong is much clearer than in the Type A Dilemma

WEEK 2: JOB ANALYSIS

I. What is Job Analysis?

● Job Analysis – the process of determining work activities and requirements

II. Importance of Job Analysis

a. Writing Job Descriptions

● Job Description – the written result of job analysis
b. Employee Selection – Job analysis will help determine employee qualifications etc. for
the job
c. Training – it will be difficult to conduct training unless job requirements is known
d. Person power Planning – Job analysis will used to determine worker mobility
● Peter Principle – The idea that organizations tend to promote good employees
until they reach the level which they are not competent – in other words their
highest level of incompetence.
e. Performance Appraisal - Employee appraisal must be job related
f. Job Classification – Job analysis will enable to classify jobs into groups based on
similarities in requirements and duties
g. Job Evaluation – to determine the worth of the job.
h. Job Design – Job analysis will determine the optimal way in which a job should be
performed
i. Organizational Analysis
● Job Analysis Interview – Obtaining Information about a job by talking to a
person performing it.

II. Writing a Good Job Description

● Job Title - it describes the nature of the job, its power and status level, and the
competencies needed to perform the job. The title also affects the perception of the
status and worth of the job.
● Brief Summary – It must briefly describe nature and purpose of the job
 ● Work Activities – this section, the task and activities in which the worker is involved is
listed.
● Tools and Equipment Used – this includes the tools and equipment used to perform
the work activities in the previous section
● Job Context – this section should describe the environment in which the employee
works and should mention stress level, physical demands, level of responsibility,
temperature, number of co-workers, degree of danger and any other relevant
information.
● Work Performance – This section contains a relatively brief description of how an
employee`s performance is evaluated and what work standards are expected of the
employee.
● Compensation Information – it should contain information on the salary grade whether
the position is exempt and the compensable
● Grade - a cluster of jobs of similar worth
● Job Competencies – This section contains what are commonly called job specifications
or competencies. These are the knowledge, skills, abilities and other characteristics
(KSAOs) that are necessary to be successful at job.
● Job Specifications – A relatively dated term that refers to the knowledge, skills and
abilities needed to be successfully perform a job

III. Conducting a Job Analysis

Step 1: Identify Task performed

a. Gathering Existing Information – Prior to interviewing incumbents, it is always a good

idea to gather information that has already been obtained
b. Interviewing Subject-Matter Experts
● Subject-Matter Experts – Sources such as supervisors and incumbents who are
knowledgeable about the job.
● Ammerman Technique – A job analysis method in which a group of job experts
identifies the objectives and standards to be met by the ideal worker
c. Observing Incumbents – Observations is a job analysis method in which the job
analyst watches job incumbents perform their jobs.
d. Job Participation – A job analysis method in which the job analyst performs the job
being analyzed.

Step 2: Write Task Statements

● Task Inventory – A questionnaire containing a list of task each of which the job
incumbent rates on a series of scales such as importance and time spent.

Step 3: Rate Task Statements

 Step 4: Determine Essential KSAOs

● Knowledge – a body of information needed to perform a task

● Skill – the proficiency to perform a learned task
● Ability – a basic capacity for performing a wide range of different tasks, acquiring
a knowledge, or developing a skill
● Other characteristics – include personality, willingness, interest, motivation and
such tangible factors as licenses, degrees and years of experiences
● Competency Modelling – when competencies are tied to an organization’s
plans and strategic initiatives rather than to specific tasks, the process is called
as such.

IV: Using Other Job Analysis Methods

A. Method Providing General Information about Workers Activities

a. Position Analysis Questionnaire (PAQ) – It is a 194-item structured test. Its

items are organized into 6 main dimensions: information input, mental processes,
work output, relationships with others, job context, and work schedule.
b. Job Structure Profile (JSP) – A revised version on the Position Analysis
Questionnaire (PAQ) designed to be used more by the jab analysts than by the
job incumbent
c. Job Elements Inventory (JEI) – A structured job analysis technique developed
by Cornelius and Hakel that is similar to PAQ but easier to read.
d. Functional Job Analysis (FJA) – A job analysis method developed by Fine that
rate the extent to which a Job incumbent is involved with functions in the
categories of date, people and things.

B. Methods Providing Information about Tools and Equipment

a. Job Components Inventory (JCI) – A structured job analysis technique that

concentrates on worker requirements for performing a job rather than specific
jobs.

C. Methods Providing Information about the Work Environment

a. AET (arbeitswissenschaftliches erhebungsverfahren zur tätigkeitsanalyse) or

Ergonomic Job Analysis Procedure (EJAP) – it is a 216-item standardizes
questionnaire that analyses job along several dimensions, including relationship
between worker and work objects.

D. Methods Providing Information about the Competencies

 a. Occupational Information Network (OIN) – includes information about the
occupation and the worker characteristics (KSAOs) needed for success in the
occupation

b. Critical Incident Technique (CIT) – developed by John Flanagan that uses

written reports of good and bad behaviour.

c. Threshold Traits Analysis (TTA) – a 33-item questionnaire developed by Lopez

that identifies traits necessary to successfully perform a job.

d. Fleishman Job Analysis (FJA) – a job analysis method in which jobs are rated
on the basis of the abilities needed to perform them

e. Job Adaptability Inventory (JAI) – a job analysis method that taps the extent to
which a job involves eight (8) types of adaptability

f. Personality-Related Position Requirements Form (PPRF) – identifies the

personality types needed to perform job-related tasks. Consists of 107-item
tapping 12 personality dimensions that fall under the BIG 5.

V: Job Evaluation

A. Determining Internal Pay Equity

Step 1 Determining Compensable Job Factors

● Compensable Job Factors – Factors such as responsibility and educational
requirements that differentiate the relative worth of jobs.

Step 2: Determining the Levels for Each Compensable Factor

Step 3: Determining Factor weights

● Wage Trend Line – A line that represents the ideal relationship between the
number of points that a job has been assigned (using the point method of
evaluation) and the salary range of the job.

B. Determining External Pay Equity

● Salary Surveys – A questionnaire sent to the other organizations to see how

much they are paying their employees in positions similar to those in the
organization sending the survey.

C. Determining Sex and Race Equity

 ● Comparable Worth – The idea that jobs requiring the same level of skill and
responsibility should be paid the same regardless of supply and demand.

WEEK 3: EMPLOYEE SELECTION

AND LEGAL ISSUES
I. Resolving the Complain Internally

a. Grievance System – a process in which an employee files a complaint with the

organization and a person or committee within the organization makes a decision
regarding the complaint.
b. Mediation – employees and the organization meet with a neutral third party who tries to
help the two sides reach a mutually agreed upon situation.
c. Arbitration – a neutral third party is asked to choose which side is correct. In
mediation, the neutral third party helps the two party reach a decision; in arbitration,
the neutral third party makes the decision.
● Binding Arbitration – a neutral third party is asked to choose which side is
correct and in which neither party is allowed to appeal the decision
● Nonbinding Arbitration – a neutral third party is asked to choose which side is
correct but in which either may appeal the decision.

II. Determining Whether an Employment Decision is Legal

A. Does the Employment Practice Directly Refer to a Member of a Federally Protected

Class?

B. Is the Requirement a BFOQ?

● Bona fide Occupational Qualification (BFOQ) – a selection requirement that is
necessary for the performance of job-related duties and for which there is no
substitute.

C. Does the Requirement Have Adverse Impact on Members of a Protected Class?

● Adverse Impact – an employment practice that results in members of protected
class being negatively affected at a higher rate than members of the majority
class. It is usually determined by the four-fifths rule.
● Four-fifths rule – when the selection ratio for one group is less than 80% of the
selection ratio for another group, adverse impact is said to exist.

D. Can the Employer Prove that the Requirement is Job Related

● Job-related – the extent to which a test or measure taps the KSAOs needed to
successfully perform a job.
III. Types of Harassment

● Quid Pro Quo – sexual harassment in which the granting of sexual favours is tied to an
employment decision such as promotions and salary increases.
● Hostile Environment – characterized by a pattern of unwanted conduct related to
gender that interferes with an individual’s performance. Include comments, unwanted
sexual advances, or the display of demeaning posters etc.

WEEK 4: RECRUITING AND

INTERVIEWING
I. Job Analysis
● It is the cornerstone of the personnel selection.
● Methods used to select employees should tie in directly with the results of the job
analysis

II. Recruitment
● It is attracting people with the right qualifications (as determined by the job analysis) to
apply for the job. It can be:
○ Internal Recruitment – Recruiting employees already employed by the
organization.
○ External Recruitment – Recruiting employees from outside the organization.
Internal recruitment can be a great source of motivation but if the company can
run out of fresh ideas coming from external recruitment. So it’s good to balance
both external and internal recruitment.

1. Media Advertisements
A. Newspaper Ads – Running ads in periodicals such as local newspapers of
professional journals are a common method of recruiting employees. Newspaper
Company typically ask the applicant to respond in four ways
a. Respond by calling ads – Recruitment ads in which applicants are
instructed to call rather than to apply in person or send resumes.
b. Apply-in-person ads – Recruitment ads that instruct applicants to apply
in person rather than call or send resumes.
c. Send-resume ads – Recruitment ads in which applicants are instructed
to send their resumes to the company rather than call or apply in person.
d. Blind box ads – Recruitment ads that instruct the applicants to send their
resumes to a box at the newspaper; neither the name nor the address of
the company is provided.
B. Electronic Media - Whereas 96% of organizations run recruitment
advertisements in newspapers, only 26% use television and radio to advertise job
opening.
2. Situation-Wanted Ads
- It is also called job`s wanted or position wanted ads that are placed by the
applicant rather than by organizations.

3. Point-of-Purchase Methods
- A method of recruitment that is based on the same POP (point-of-purchase)
advertising principles used to market products to consumers.

4. Recruiters
A. Campus Recruiters – Many organizations send recruiters to college campuses
to answer questions about themselves and interview students for possible
positions.
B. Virtual Job Fair – A job fair held on campuses in which students can “tour” a
company online, ask questions of recruiters and electronically send resumes.

5. Employment Agencies and Search Firms

- An organization that specialized in finding jobs for applicants and finding
applicants for organizations looking for employees
a. Executive Search Firms – Employment agencies often also called head
hunters, that specialized in placing applicants in high-paying jobs.
b. Public Employment Agencies – An employment service operated by a
state or local government, designed to match applicants with job opening.

6. Employee Referrals
- A method of recruitment in which a current employee refers a friend or family to a
job.

7. Direct Mail
- A method of recruitment in which an organization send out mass mailings of
information about job openings to potential applicant

8. Internet
- Internet recruiting takes one of two forms
a. Employer-Based Websites – an organization list available job opening
and provides information about itself and the minimum requirements
needed to apply to a particular job.
b. Internet Recruiters - some organizations using internet platforms to
recruit prospect applicants

9. Job Fairs
- A recruitment method in which several employers are available at one location so the
many applicants can obtain in information at one time.
 10. Incentives
- When the unemployment rates are low organizations takes an extra measure to
recruit employee. One of this measure is to offer incentives give for employees to
accept jobs with an organization

11. Increasing Applicant Diversities

- Many organizations make special efforts to recruit underrepresented groups such
as women and minorities.

12. Recruiting “Passive” Applicants

- Because the “best” employees are already employed, recruiters try to find ways
to identify this hidden talent and then convince the person to apply for a job with
their company.

13. Evaluating the Effectiveness of Recruitment Strategies

A. Cost Per Applicant – The Amount of money spent on the recruitment campaign
divided by the number of people that subsequently apply for jobs as a result
of the employment campaign
B. Cost Per Qualified Applicant -The amount of money spent on a recruitment
campaign divided by the number of qualified people the subsequently apply
for jobs as a result of the employment campaign

III. Realistic Job Previews (RJP)

- A method of recruitment in which job applicants are told both the negative and positive
aspect of the job. It involve giving an applicant an honest assessment of the job.
● Expectation Lowering Procedures – A form of RJP that lowers an applicant`s
expectations about various aspects of the job.

IV. Employment Interviews

- Employment Interviews is a method of selecting employees in which an interviewer asks
questions of an applicant and then makes an employment decision based on the
answers to the question as well as the way in which the questions were answered.

Types of Interviews

a. According to Structure
● Structured Interview – Interviews in which questions are based on a job
analysis, every applicant is asked the same questions, and there is a standard
scoring system so that identical answers are given identical scores
● Unstructured Interview – An interview in which applicants are not asked the
same questions and in which there is no standard scoring system to score
applicant answers.

b. According to Style
 ● One on one interview – involve one interviewer interviewing one applicant
● Serial Interview – involve a series of single interviews
● Return – similar to serial interviews with the difference being in passing of time
between the first and subsequent interviews.
● Panel Interview – multiple interviewers asking questions and evaluation answers
of applicants at the same time
● Group Interview – multiple applicants answering questions during the same
interview.
● Serial-Panel-Group Interview – combinations of the above style of interviews.

Problems with Unstructured Interviews

1. Poor intuitive ability
2. Lack of Job relatedness
3. Primacy Effects – the fact that information presented early in an interview carries more
weight than information presented.
4. Contrast Effect – When the performance of one applicant affects the perception of the
performance of the next applicant
5. Negative information Bias – The fact that negative information receives more weight in
an employment decision than does positive information.
6. Interviewee Appearance.
7. Nonverbal Cues – Factors such as eye contact and posture that are not associated with
actual word spoken.

Creating a Structured Interviews

Types of Interview Questions

● Clarifier – clarifies question on a resume or application

● Disqualifier – a question in which a wrong answer will disqualify the applicant from
further consideration. Ex. Can you work overtime without notice? An answer of “no” will
not be considered and the applicant will not get the job
● Skill-level Determiner – tap an interviewee’s level of expertise.
● Future-focused Question aka Situational question – applicants are given a situation
and asked how they would handle it
● Past-focused Question aka Patterned Behavior Description Interviews (PBDIs) – focus
on previous behaviors in previous jobs. It taps an applicant’s experience
● Organizational-Fit Questions – taps how well an applicant’s personality and values will
fit within the organizational culture.

Scoring Key Method for Interview Answers

● Right/Wrong Approach – questions are scored on the basis of whether the answer
given was correct or incorrect. This is especially used for skill-level determiners question.
 ● Typical-Answer Approach – scoring interview answers that compares an applicant’s
answer with benchmark answers
● Benchmark answers – standard answers to interview questions; the quality of which
has been agreed on by job experts (SMEs)
● Key-Issues Approach – in this approach, SMEs create a list of key issues they think
should be included in the perfect answer. For each key issue that is included, the
interviewee gets a point.

V. Resume
- a formal summary of an applicant’s professional and educational background;
accompanied by a cover letter.

Types of Resume
1. Chronological Resume – jobs are listed in order from most to least recent. It is useful
for applicants whose previous jobs were related to their future plans and whose work
histories do not contain gaps.
2. Functional Resume – organizes jobs based on the skills required to perform them
rather than the order in which they are worked. Useful for applicants who are either
changing careers or have gaps in their work histories.
3. Psychological Resume – uses psychological principles pertaining to memory
organization (priming, primacy, short-term limits, and the 3 impression-management
rules: relevance, unusualness, and positivity).
4. Averaging versus Adding Model – a model proposed by Anderson (1965) which
implies that activity quality is more important than quantity. It postulates that our
impressions are based more on the average value of each impression than on the sum
of the values for each impression.

IV. Steps in Selecting Employees

● 1st. Job Analysis
● 2nd Selection of Testing Methods
● 3rd Test Validation
● 4th Recruitment
● 5th Recruitment
● 6th Screening
● 7th Testing
● 8th Selecting
● 9th Hiring/Rejecting
WEEK 5: REFERENCES AND
TESTING
I. Predicting Performance Using References and Letters of Recommendation
● Reference – the expression of opinion regarding an applicant’s ability, previous
performance, work habits, and character.
● Reference check – the process of confirming the accuracy of resume and job
application information.
● Letter of Recommendation – a letter expressing an opinion regarding an applicant’s
ability, future potentials, achievements etc.

II. Reasons for Using References and Recommendations

1. Confirming Details on a Resume
A. Resume Fraud – intentional placement of untrue information on a resume
2. Checking for Discipline Problems
3. Discovering New Information about the Applicant.
4. Predicting Future Performance
A. Main problems of references and recommendations

● Leniency – most letters of recommendations are positive. Issues like confidentiality

concerns, fear of legal ramifications (libel or slander), and negligent reference revolves
around the problem of leniency.
● Negligent Reference – an organization’s failure to meet its legal duty to supply relevant
information to a prospective employer about a former employee’s potential for legal
trouble
● Knowledge of the Applicant
● Reliability – The extent to which a score from a test or from an evaluation is consistent
and free form error
● Extraneous Factors

III. Predicting Performance Applicant Training and Education

A. For many jobs, it is common that applicants must have a minimum level of education or
training to be considered.

IV. Predicting Performance Using Applicant’s Knowledge

A. Job Knowledge Test – designed to measure how muck a person knows about a job
(amount of job-related knowledge). It is used primarily in the public sector, especially for
promotions.

IV. Predicting Performance Using Applicant’s Ability

A. ability tests tap the extent to which an applicant can learn or perform a job-related skill.
V. Predicting Performance Using Cognitive Ability
A. Involves the knowledge and use of information such as math and grammar.
● Cognitive Ability Test – tests designed to measure the levels of intelligence or
the amount of knowledge possessed by an applicant.
● Wonderlic Personnel Test – one of the most widely used cognitive ability test in
industry.
a. Perceptual Ability – measure of facility with such processes as spatial
relations and form perception.
b. Psychomotor Ability – measure of facility with such processes as finger
dexterity and motor coordination.
c. Physical Ability – measure an applicant’s level of physical ability
required for a job.

V. Predicting Performance using Applicant’s Skill

- measure the extent to which an applicant already has a job-related skill.
- Work Samples – the applicant performs actual job-related tasks.
- Assessment Centers – selection technique characterized by the use of multiple
assessment methods (in which at least one is a simulation) that allow multiple assessors
to actually observe and evaluate applicants perform simulated job tasks.
- Types of Exercises:
- The In-Basket Technique – an assessment centre exercise designed to
simulate the types of information that daily come across a manager’s or
employee’s desk in order to observe the applicant’s responses to such
information.
- Simulations – the real backbone of the assessment centre because they enable
assessors to see an applicant’s in action.
- Work Samples – usually, when a simulation does not involve a situational
exercise, it is called a work sample.
- Leaderless Group Discussions – applicants are meet in small groups and are
given a job-related problem to solve or a job-related issue to discuss.
- Business Games – exercises that allow the applicant to demonstrate such
attributes as Creativity, decision making, and ability to work with others.

VI. Predicting Performance using Prior Experience

● Experience Ratings – the basis for this is the idea that past experience will predict
future experience.
● Biodata – A method of selection involving application blanks that contain questions that
research had shown will predict job performance.

A. Development of Bio data Instrument

1. Obtaining the necessary information about employees
a. The File Approach – gathering of bio data from employee files rather
than by questionnaire.
 b. The Questionnaire Approach – The method of obtaining bio data from
questionnaires rather than employee file.
2. Vertical Percentage Method – the percentage of unsuccessful employees
responding in a particular way is subtracted from the percentage of successful
employees responding in the same way to obtain the weight for that item.
3. The information is weighted and then summed to form a composite score for
each employee.
a. Derivation Sample – used to form the weights (used in creating the initial
weights for a biodata instrument)
b. Hold-out Sample – used to double-check the accuracy of the selected
items and weight (not during the creation of initial weights).

B. Criticisms of Biodata
1. Validity is not stable
2. Biodata items may not meet legal requirements
3. Biodata can be faked

VII. Predicting Performance using Personality, Interest, and Character

A. Personality Inventories – psychological assessment designed to measure various
aspects of applicant’s personality
● Test of Normal Personality – measure the traits exhibited by normal individuals.
To determine the number and type of personality dimensions, three methods are
used.
● Theory-based Test – identical to the number postulated by a well-known
theorist. MBTI is based on Carl Jung’s theory, whereas the EPPS (15
dimensions) is based on the theory of Henry Murray.
● Statistically based Test – determined through factor analysis. 16PF by
Raymond Cattell.
● Empirically based test – determined by grouping answers given by people
known to possess a certain characteristic. MMPI is the best example.
B. Test of Psychopathology – determine whether individuals have serious psychological
problems.
C. Projective Test – provide the respondent with unstructured tasks. Examples of which
are Rorschach Ink Blot Test and Thematic Apperception Test
D. Objective Test – structured so that the respondent is limited to a few answers that will
be scored by standardized keys.
E. Interest Inventory – designed to tap vocational interest.
● Vocational Counseling – process of helping the individual choose and prepare for
the most suitable career.
F. Integrity Test/Honesty Test – designed to predict an applicant’s tendency to steal or
merchandise.
● Polygraph – an electronic test intended to determine honesty by measuring an
individual’s physiological changes after being asked.
 ● Voice Stress Analyzer – electronic test that measures an individual’s voice
changes after being asked questions.
● Overt Integrity Test – based on the premise that a person’s attitude about theft
as well as his previous theft behavior will accurately predict his future honesty.
G. Personality-based Integrity test – measures trait thought to be related to antisocial
behavior.
● Shrinkage – the amount of good lost by an organization as a result of theft,
breakage, or other loss. (Usually the criterion of a researcher for integrity test).
● Conditional Reasoning Test – designed to reduce faking by asking test-takers
to select the reason that best explains a statement. It provides test takers with a
series of statements and then ask the respondent to select the reason that best
justifies or explains each of the statements. The type of reason selected is
thought to indicate his/her aggressive biases. There are six (6) aggressive biases
presented.
● Credit History – credit checks are conducted because employers believe that
people who owe money might be more likely to steal or accept bribes, and
employees with good credit are more responsible and conscientious and thus will
be better employees.
● Graphology – aka handwriting analysis, a method of measuring personality by
looking at the way in which a person writes. Not a useful technique in employee
selection.

VIII. Predicting Performance Limitations due to Medical and Psychological Problems

A. Drug Testing – indicates whether an applicant has a recently used a drug.
B. Psychological Exams – In jobs involving public safety it is common for employers to
give psychological exams to applicants after a conditional offer of hire has been made.
C. Medical Exams – the physician is given a copy of the job description and asked to
determine if there are any medical conditions that will keep the employee from safely
performing the job.